This strategy has been one that is developed based on existing operation as well as the local cultures and customs that make each McDonald’s relevant to the international markets in which it operates. However, McDonald’s could not rely merely on its brand success and simply run their international locations. They needed to attune their brand to the needs and wants of the local customers in each of the markets they had entered. Within this awareness about brands and brand development, McDonald’s faced a challenge that needed some serious considerations In order to Insure Its chances of success In International markets.
Marketers need to be aware of the cultural and societal connotations the brand is taking on and the way these are changing or staying the same as norms of interacting are changing or staying the same as norms of interacting are changing or staying the same. McDonald’s has embraced its international operations and the challenges that come as part of this expansion. It menus and brand offerings are catered to needs of the local customers. McDonald’s Is up to the challenge of meeting the local desires of Its International operations, and It Is not afraid to try some very unique approaches
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Top Managers after the board of director. The top managers which is composed of the chief executive officer (CEO), chief operating officer (COO), chief financial officer (SCOFF), chief information officer (CIO), president and vice president. Top managers are responsible to be a good planner as they have to make decisions that will affect the entirety of the corporation. They will identify the goals for the organization and direct the middle manager, first-line managers and workers to work hard and achieve the goals. Middle Managers are the one who direct report to the top manager.
They have the responsibility to carry out the goal that set by the top managers. Middle managers more focus on the team work or linking group performance compare to individual performance and they always support and supervise first-line managers. Middle managers also work with first line managers to identify new ways of reaching organizational goals. First-Line Managers are responsible for the daily management and supervision of non-managerial workers that who actually work day- to-day to produce the product or offer the service.
In the organization, first-line managers in every work unit work as a role model because they have a direct contact with the workers. McDonald’s Manager Trainee responsible to learn the basics operations and procedures in order to prepare for managing shifts in a McDonald’s restaurant. The Upside-Down Pyramid McDonald’s Interaction direction is the main goal is to “be our customers’ favorite place and way to eat. ” The upside-down pyramid show that customers and clients is the main target and they served by the frontline worker that supervise by manager.
Interaction is everything in the McDonald and they drive McDonald’s goal forward. In the beginning, Top manager will set the aspiration and strategy according to the external environment. Middle manager will translate the strategy into concrete equines plan and they merely involved in implementing the strategies from top manager First-Line Managers work as a mediator between the manager and non- managerial workers. They must be good enough to be an effective communicator where best Non-managerial workers which are the front-line worker will follow the instruction from manager.
They will try their best to serve the customer. 3. How will McDonald’s be able to develop managerial skills and competencies necessary to continue their success in the future? McDonald’s be able to develop managerial skills and competencies through Experience and Self-Assessment. Experience and self-assessment is engaging personal characteristics, and understandings. McDonald’s can learn from others, learning about itself and end-of-chapter Management Skills and Competencies section that includes both Back to You.
McDonald’s can learn from others by demonstrate how it can learn from the experiences from others, and by benchmarking what people and organizations do very well. McDonald’s can learn by itself by engages in active personal inquiry. Next, McDonald’s be able to develop their managerial skills by Inquiry and Reflection. Inquiry and reflection is the process f discovering, thinking about, and understanding the knowledge base of management. The Real People feature brings chapter content to life in terms of a person’s actual career accomplishments.
Research Belief illustrates the types of questions researches are trying to answer in their scientific inquiries. Learning Checks are chances to pause and check understanding before reading further. Lastly, McDonald be able to develop managerial skills and competencies through the process of analysis and application and it completes the Management 1 Ill learning model. It is facilitated by a Real Ethics feature that presents real ethics dilemmas, ND then asks to engage in critical thinking about how to best deal with it. Management Smarts provide bullet list pointers on how to put the theories and concepts into practice.
McDonald’s has established a code of conduct for their Board of Directors and they agree and will act in the best interests of, and fulfill their fiduciary obligations to, McDonald’s shareholders; act honestly, fairly, ethically and with integrity; conduct themselves in a professional, courteous and respectful manner and comply with all applicable laws, rules and regulations. This shows that McDonald apply the Real Ethics. References: Facial, P. 2009). Everything I Know About Business I Learned At McDonald’s. McGraw- Hill. P. 141-176. Crock, R. (1977). Grinding It out: The Making Of McDonald’s. SST.
Martin’s Paperbacks case 13 Milliner: Leadership Knows No Boundaries Operating a global firm such as Milliner is impossible without the appropriate level of focus on effective leadership. Milliner has constructed a clear purpose for their operations that professes: “Our corporate purpose states that to succeed requires the highest standard of corporate behavior towards everyone we work with, the communities we touch and the environment on which we have an impact. In order to meet its stated purpose, leadership must begin at all levels to insure commitment is present across all of Milliner’s employee.
The core principle that building leaders is everyone’s responsibility stays. Leadership at Milliner begins with Paul Pullman,CEO, who shares his thoughts on leadership conviction at Milliner as:” Everybody is a leader. My definition of leadership is very simple: if you positively influence someone,you are a leader. ‘With leadership beliefs such as this at the top of the organization, it is clear why Milliner has been able to achieve such a high level of success in its industry. Milliner has developed a global framework of defined leadership competencies, called the “leadership for growth profile” (LOG), which combines the following components.
First, everyone in the company is expected to create growth vision. Growth is considered the key criteria for employees’ behavior at Milliner. Second, everyone has to drive growth through implementation and to energize others for growth. Third, it is important to secure commitment to growth. And by defining a new set of LOG competencies and using it for management development and recruitment Milliner tries to change manager’s behavior and increase behaviors which are more linked with achieving strategic goals for growth. 2.
How has this commitment to leadership allowed it to capitalize on opportunities in the marketplace? Leadership at Milliner by Paul Pullman, CEO said that, “. Everybody is a leader, as far as I’m concerned. And my definition of leadership is very simple, if you positively influence someone, you are a leader. ” This shows that Milliner’s leadership behaviors might be a leader high in concern of people. The leadership maintains good social relationships towards followers, is sensitive to their needs and shows trust in them. Inkwell’s shows that leadership is everyone’s responsibility.
Through participative leadership, team member may involve in decision making, consulting with them and asking for suggestion may bring new ideas to competitive in the market. At every level and in every kind of Job, teamwork is an essential part of life at Milliner. They stimulate ideas in each other and encourage more innovative thinking may bring advantages on opportunism in the marketplace. They’re also committed continuously improving the way of their environmental impacts and are working towards their long-term goal of developing a ND customer focus trough continuous improvement.
They aim to give consumers a great experience when they use their brands which better than the competitors. Through this, they having the ability to move these ideas across categories further unlock new market opportunities. Therefore, a leader may gathering information and communicated to the group for making a consultative decision. Besides that, innovation is one of the key levers can pull to drive growth in business by the intelligence of leadership’s works with the followers. This enabling Milliner to benefit from much bigger market opportunities. 3. You were an upper executive within Milliner, how would you apply the concepts you have learned about leadership to your position? If I am an upper executive within Milliner, I will apply the following leadership concepts to my position: First, visionary leadership. The term visionary leadership describes a leader who brings to the situation a clear and compelling sense of the future, as well as an understanding of the actions needed to get there successfully. This means having a clear vision, communicating the vision, and getting people motivated and inspired to pursue the vision in their daily work.
Visionary leadership brings meaning to people’s work, it makes what they do seem worthy and valuable. Second, servant leadership. Servant leadership is leadership based on a commitment to serving others, to helping people use their talents to full potential while working together for organization that benefit society. Servant leaders empower others by providing them with the information, responsibility, authority, and trust to make decisions and act independently. They expect that people who are empowered will follow through with commitment and high-quality work. Third, transformational leadership.
Transformational leadership is inspirational and arouses extraordinary effort and performance. A transformational leader raises aspirations and shifts people and organizational systems into new, high-performances patterns. The presence of transformational leadership is reflected in followers who work very hard to support them and who strive for superior performance accomplishments. The goal of excellence in transformational leadership is a personal development challenge. Fourth, emotional intelligence leadership. Emotional intelligence is the ability to manage our emotions in social legislations.
The emotionally intelligent leader is good at self-management, or self- regulation, ability to think before we act and to control otherwise disruptive impulses. Emotional intelligence in leadership involves motivation and persistence in being willing to work hard for reasons other than money and status. Besides, a leader high in emotional intelligence is good at relationship management, ability to establish rapport with others and to build social capital through relationships and networks. Fifth, moral leadership. This is leadership with ethical standards that clearly meet the est. of being “good” and “correct”.
Ideally, anyone in a leadership position will practice high ethical standards of behavior, try to build and maintain an ethical organizational culture. Moral leadership begins with personal integrity, a concept fundamental to the notion of transformational leadership. Leadership integrity into action. When a leader has integrity, he or she earns the trust of followers. Case 18 British Petroleum: Getting Drilled about Their Operations 1 . How does BSP response to the oil spill disaster in the Gulf of Mexico display the control processes at BP?
The Gulf of Mexico oil spill is a oil spill in Gulf of Mexico which flowed unabated for three month in 2010, and continue to leak fresh oil. It is a largest accidental marine oil spill in the history of petroleum industry. BP realized that it was in the midst of the largest disaster of this kind in recent history and that it would have to formulate a strategy to control its response and address the concerns of stakeholder in the vicinity of the spill as well as those in the global market. BP admitted that it made mistakes which led to the Gulf of Mexico oil spill.
BP set up a 20 billion fund to compensate victims of the oil spill, the fund has paid $4. 7 billion to 198,475 claimants. One aim of the fund will be to minimize lawsuits against the company. BP began documenting the daily response effort on its web site, while these effort began using only BSP resources. Initially, BP employed remotely operated underwater vehicles, 700 workers, four airplanes and 32 vessels to cleaning up the affected area. Besides that, BP kept interested parties informed of the progress being made to address this disaster. BP set up a call line to take cleanup suggestions which achieved 92,000 responses.
The three basic approaches for removing the oil from the water were burning the oil, filtering offshore, and collecting for later processing. BP ordered 32 machines that separated oil and water with each machine capable of extracting up to 2,000 barrels per day. BP had successfully removed 890,000 barrels 2. How important are these control processes for a company like BP? How would it have responses to this disaster if it lacked any form of control processes? Process control can be defined as methods that are used to control process variables when manufacturing a product.
Manufacturers control the production process for three reasons that is reduce variability, increase efficiency, ensure safety. Process control can reduce variability in the end product, which ensures a consistently high-quality product. Manufacturers can also save money by reducing variability. The costs in production and containment losses in their operation also will reduce. Some processes need to be maintained at a specific point to maximize efficiency. For example, a control point might be the temperature at which a chemical reaction takes place. Accurate control of temperature ensures process efficiency.
Manufacturers save money by minimizing the resources required to produce the end product. The safety of the public which is no accidents, no harm to people and no damage to the environment is important in the control processes that have to be ensuring by BP. If lacked any form of control processes, the manager of BP need to examine the management of the company and we have to test the regulatory process so that the disasters that occur can be controlled. The managers have to find out the main problem of the disaster. Managers need to identify problems and threats as a result of changes outside the organization.
The managers have to do the analysis for the problem and the manager can compare the result from the analysis with the results of an issued. This can reduce costs in production and organizational goals can be achieved at the specified time and find out the best solution to recover for the disaster. 3. What may BP have learned from this disaster? How will this information assist it in the future operations? The first lesson learned from the BP oil spill is companies can lost the reputation as a sustainability leader. Companies which have a good reputation as a sustainability leader is valuable but it can be lost very fast.
They may quietly reduce its investment in renewable energy to a negligible percentage of sales and profit. Besides that, their focus has been on cutting costs and the company has explicitly avoided talking about “green” initiatives in the media. The second lesson is environmental risk can threaten the viability of a business. They should focus on environmental efforts for many years so that they will have a bit pass as a forward looking argument for sustainability. They do not meet the new sustainability-themed supply-chain demands from business customers. They can downplay the role of risk reduction in creating new value.
The third lesson is downplaying your mistake. Most importantly set the standard for corporate behavior in the face of existential threats and action. Whenever we faced disasters strike, we always take charge and fix the issues. Nowadays, finger pointing is the second activity lawyers will frequently ask to perform. However, any responsible corporation should put the needs of the public ahead of the perceived lawsuits. This information assists in future operations by never downplay safety in favor of cost. In a world of shareholders, performance bonuses and corruption it is worth mentioning and it goes naturally.